Karl Lehmann Quotes

In the organization of any major sporting event or the planning of a building, long-term thinking is key.

Plan backwards as well as forward. Set objectives and trace back to see how to achieve them. You may find that no path can get you there. Plan forward to see where your steps will take you, which may not be clear or intuitive.

Part of executive functions is the ability to look to a goal deadline and assess where an organization is in meeting it.

I'm always thinking about future projects and at the same time trying to finish the project you're in the middle off.

I always like to plan ahead of time and follow up.

Sometimes I do have something in my head. But, for me, I think it usually ends up being about considering all of the elements, and trying to understand the distance from where we are to where we want to go.

I aim for weekly routines with clear goals but make sure I do some stuff that I think I'll value in the long run.

It is one thing to see the forward path and another to be able to take it. But it is better to have an ambitious plan than none at all.

Having your goal to focus on is key, but don't let it become more important than your excellence next year and the year after.

You need to have proper management if you're going to move forward.

Before dreaming about the future or marking plans, you need to articulate what you already have going for you - as entrepreneurs do.

Someone is going to develop a plan that will take them into the future of their dreams. Let it be you.

We are on the right track to the 21st century. We are on the right track, but our work is not finished. What should we do? First, let us consider how to proceed. I say the question is no longer, "Who's to blame?" but "What to do?"

Dreamlining is so named because it applies timelines to what most would consider dreams.

If you don't have a plan, days turn into weeks, weeks turn into months, months turn into years, and before you know it you're looking back saying, I should've had a plan.

You can not achieve an aim unless you have a method.

If we are to control our own future, it will be necessary, not only to obtain the cooperation of people, but to prepare comprehensive plans for that future.

I think we have to focus,on exactly what the priorities are.

You must plan your work and then work your plan.

You perform at your best when you are working continually on high-priority goals and objectives.

No business can do everything. Even if it has the money, it will never have enough good people. It has to set priorities. The worst thing to do is a little bit of everything. This makes sure that nothing is being accomplished. It is better to pick the wrong priority than none at all.

From a productivity perspective, prioritization is key. And it's very easy to focus on clearing the decks of minutia, especially when one's very busy. It's almost easy to want to sit down at your desk when you have a free five minutes and try to clear out some of the incoming emails rather than strip things strategically and foundationally and ask about what the most important objectives for you and the company are.

Any system or blueprint for success is better than none at all. Think on paper.

Leaders make decisions that create the future they desire.

You are engaged in an undertaking of major importance to you. To be sure of success, you must have plans which are faultless.